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The Impacts of Work-Family Conflict and Corporate Innovation on Organizational Performance

Author

Listed:
  • Xiaoxia Huang
  • Yuyin Liu
  • Jing Zhao

Abstract

Work-family conflict has gained a growing amount of attention in the field of workplace stress, which can negatively impact employee health. Work-family equilibrium is difficult to maintain in contemporary industrialized societies due to the rising demands of both the workplace and the home. This study relied on self-determination theory, conservation of resources theory, psychological safety, innovative human resource management practices, and social exchange theory. It investigates the impacts of work-family conflict on psychological well-being and psychological safety. It also investigates the indirect effects of work-family conflict on organizational performance. This study investigates the influence of innovative human resource management on psychological safety, physical well-being, and social well-being. Finally, the indirect effects of innovative human resource management on organizational performance are examined. The data used in this research was gathered from a variety of Chinese industrial sources. The subjects of this research are China employees of a diverse range of companies. A total of 442 employees were randomly chosen utilizing a sampling technique. According to the findings, work-family conflict has a significant effect on psychological safety but not a significant impact on psychological well-being. Innovative human resource management has a significant effect on psychological well-being, physical well-being, and social well-being. Psychological safety and social well-being also impact significantly organizational performance. Finally, this study provided some important theoretical contributions and practical implications for the reference of industries and academics.

Suggested Citation

  • Xiaoxia Huang & Yuyin Liu & Jing Zhao, 2024. "The Impacts of Work-Family Conflict and Corporate Innovation on Organizational Performance," SAGE Open, , vol. 14(2), pages 21582440241, May.
    • Handle: RePEc:sae:sagope:v:14:y:2024:i:2:p:21582440241247626
    DOI: 10.1177/21582440241247626
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